\section{Maturity}
\label{sec:maturity}

Maturity is not a well-defined concept with a perfect consensus. There are many perspectives on how to understand this concept and how to work with it. In the following subsections we will outline the perspectives we find relevant to the subject of matter and explain its relevance to us.

\subsection{EA maturity model -- Ross et. al (2006)}

In subsection \ref{subsec:opendatamaturity} we briefly elaborated on what maturity is and its importance for enterprise architecture on an organisational level. We pointed to the maturity model by \cite{ROSSWEILL} (figure \ref{fig:rossweillmaturity}) and it shows that organisations tend to think in \textit{business silos} where they create locally optimal business solutions without reflections about how cross-department solutions can create organisation-wide business synergies and can strengthen the agility of the company to be more reactive/proactive towards external changes in its business environment.

This model can be used as a high-level assessment of the perception of their maturity. As a normative model it is not sufficiently detailed in its explanation of how to go from one stage to another, and so this is more like a descriptive model for organisation maturity concerning EA and IT development.

We have touched on their perception of maturity, which mainly is about the ability and willingness of the organisation to think holistically and to allow IT to be part of high-level strategic decision-making processes. Even though \cite{ROSSWEILL} find themselves in a more low-level domain than we do (organisation-domain vs. city-domain), we find their thoughts relevant because of their emphasis on the responsiveness to global change which is ever important \citep[p. 79]{ROSSWEILL}.

\begin{quote}

\textit{``As companies migrate through the architecture stages, they shift from a focus on local optimization to global optimization. This evolution has important implications for organizational flexibility.''} \citep[p. 79]{ROSSWEILL}

\end{quote}

\noindent They also emphasise the importance, or rule if you will, of moving incrementally through the stages. It is simply not possible to skip maturity stages because of the major organisational changes encountered at each stage \citep[p. 81]{ROSSWEILL}. And so, it is an inevitable learning process to reach for holistic capabilities.

\subsection{EA maturity matrix -- Berg and Steenbergen (2007)}
\label{subsec:maturitymatrix}

\begin{figure}[H]
  \centering
    \includegraphics[width=1\textwidth]{./Pictures/sogeti}
    \caption{\textit{Architecture Maturity Matrix} \cite[p. 152]{DENBERG}}
    \label{fig:sogeti}
\end{figure}

\cite{DENBERG} have presented various ways to think about EA maturity in organisations. They write that a maturing process is often disturbed because organisations do not understand that not everything can happen at once.

\begin{quote}
\textit{``[Architects] must establish an overall vision and corresponding architecture but, at the same time, they are constantly called to resolve very specific issues. It is important for them to be involved in all decision-making processes, to be informed about new developments and to participate in projects. [...]. If the architects also have to spend time building their own knowledge and skills, is it then any wonder that they sometimes can't see the forest for the trees?''} \citep[p. 82]{DENBERG}
\end{quote}

\noindent In fact, they identify the premise that not everything \textit{must} happen at once in trying to develop a holistic mindset in the organization and a supportive IT architecture \citep[p. 87]{DENBERG}. Important factors must not be given equal consideration at all times. Not every factor is equally relevant at the beginning and \textit{``any given area need not be brought up to its full state of development right away. Different levels of maturity can be distinguished in each of the various areas''} \citep[p. 87]{DENBERG}.

Therefore, priorities can be identified and set in correlation with each other. The result is a \textit{maturity matrix} which is depicted in figure \ref{fig:sogeti}. \bigskip

\noindent Such a maturity matrix can be used to constantly assessing the maturity stage of an organisation. At the same time it has a \textit{normative} function in that it provides concrete guiding questions to how to incrementally mature the organisation.

The idea is that for every area there are three or four levels of questions that has to be undertaken to be able to move on. The organisation cannot increase to the next level without satisfactory answers to the affected and relevant areas. For example, if an organisation can answer \textit{Yes} to level A questions in the areas of \textit{``Defining Architecture''}, \textit{``Involvement of Business''}, and \textit{``Commitment and Motivation''} then they are in maturity level 1. If they are able to positively answer the level A or even B questions of the area \textit{``Defining Architecture''}, they still find themselves in maturity level 1. This ensures that all the areas are aligned with each other and the model reflect their interdependence. All the different levels of questions for the various areas can be found in pages 151--183 in \cite{DENBERG}. 

The normative approach to holistic organisational learning ensures a sustainable business environment which endeavour to become flexible enough to overcome global/external challenges.

\subsection{Smart Cities Wheel -- Boyd-Cohen}
\label{subsec:smartcitieswheel}


\noindent It seems relevant to include the \textit{Smart Cities Wheel} by Boyd-Cohen, which can be seen in figure \ref{fig:boyd}. We include this wheel because it it used by \textit{Copenhagen Solutions Lab} in their \textit{Copenhagen Connecting} project which is solely financed by the local government in the municipality of Copenhagen (Appendix \ref{appsec:kvist}, 01:06:14).

We have not been able to find any publication about the smart cities wheel so we will refer to the Internet blog \url{http://www.fastcoexist.com/} where Boyd-Cohen made a contribution elaborating on his idea (\url{http://www.fastcoexist.com/1680538/what-exactly-is-a-smart-city}).

It is a very high level model identifying six key areas (blue colour) that have to be treated in a smart city solution. It might not be considered as a pure maturity model but more as a reference meta-model for smart city governance where the underlying assumption is that

\begin{quote}
\textit{``smart cities are not one size fits all. Yet, the smart-cities movement could benefit from frameworks like the Smart Cities Wheel that allow a common language to develop amongst citizens, city staff, mayors, and the private sector.''}
\end{quote}

\noindent What we can take with us from this model is the three steps of successful smart city initiatives:

\begin{description}

\item[Step 1: Create a Vision with Citizen Engagement:] \hfill \\
 The smart cities wheel can be a great inspiration to the development of concrete projects that can get citizen support.

\item[Step 2: Develop Baselines, Set Target, and Choose Indicators:] \hfill \\
\textit{``Before creating numerical targets for achieving a smart city vision, it is helpful to actually benchmark where you are.''} Because of their uniqueness \textit{``cities must develop their own benchmarks and targets aro\-und areas of need and opportunity.''}

\item[Step 3: Go Lean:] \hfill \\
\textit{``Once a city has established quantifiable goals and selected the indicators to measure its progress, it needs to snag some early wins while also building plans for longer-term actions. [...]  It makes sense for a city to start with a pilot project as a way to get feedback on their hypotheses''}

\end{description}

\begin{figure}[H]
  \centering
    \includegraphics[width=0.9\textwidth]{./Pictures/boyd}
    \caption{\textit{Smart Cities Wheel} (\url{http://www.boydcohen.com/smartcities.html})}
    \label{fig:boyd}
\end{figure}

\newpage

\subsection{Smart City Maturity Model -- IDC Government Insights (Cla\-rke, 2013a)}
\label{subsec:IDCsmartcitymaturitymodel}

IDC Government Insights has, by the help and influence of Cisco, developed a maturity model for their definition of smart cities, which is very technically oriented. It is interesting to see the obvious similarities between this maturity model (figure \ref{fig:idcmaturity}) and the one by \cite{ROSSWEILL}. 

\begin{figure}[H]
  \centering
    \includegraphics[width=1\textwidth]{./Pictures/idcmaturity}
    \caption{\textit{Smart City Maturity Model} \citep[p. 7]{IDC}}
    \label{fig:idcmaturity}
\end{figure}

\noindent The basis for smart city development is driven by emerging ICT innovations and Internet of Everything that can provide sustainable solutions for issues such as ageing populations, increasing urbanization, digital divide, and climate change \citep[p. 2]{IDC}. \bigskip

\noindent We will not describe all the five different stages but just point out the deep influence from the Enterprise Architecture maturity model by \cite{ROSSWEILL}. In stage 1 (Ad hoc) the city has a siloed mindset and that means they can only set tactical goals and have proof-of-concept outcomes by means of department-based planning and discrete projects \citep[p. 6-7]{IDC}.

\begin{quote}

\textit{``The initial reasons for Smart City investments [\ldots] often begin with the need to reduce operational costs. IDC Government Insights finds that most cities are
deploying these projects department by department [\ldots] and using them to prove the business case for further investment.''} \citep[p. 7]{IDC}

\end{quote}

\noindent When time goes by, the city finds out that smart city solutions are most effective when combined with other domains and departments and they increasingly go through each stage where stage 5 (optimized) is an almost unreachable vision, which is very similar to the Business Modularity stage in the model by \cite{ROSSWEILL}. Here a sustainable citywide platform is in place, which is \textit{``agile and based on continuously improving its strategy, IT, and governance that allow for autonomy within integrated systems of systems''} \citep[p. 6]{IDC}.

And so, this model is more descriptive than normative and can provide a clear picture of the overall maturity of the data-driven smart city. However, it cannot provide clear guidelines to the maturing process.

\subsection{Open Government Maturity Model -- Gartner (2010)}
\label{subsec:gartnermaturitymodel}

Already in 2010, Gartner published their \textit{Open Government Maturity Model}, which is only available to their clients. We will refer to their blog \url{http://blogs.gartner.com} where they have posted a short description of it. The reason why we include it in our thesis is that it is intended for government CIOs and strategic planners and provides them with \textit{``a framework to measure the maturity level of their organization's capabilities to effectively and efficiently engage constituents and other stakeholders in transforming service delivery and operations''}\footnote{\url{http://blogs.gartner.com/andrea_dimaio/2010/06/28/gartner-launches-open-government-maturity-model/}} \bigskip

\begin{figure}[H]
  \centering
    \includegraphics[width=0.8\textwidth]{./Pictures/gartner}
    \caption{\textit{Gartner Open Government Maturity Model} (\url{http://tinyurl.com/2bzq99y})}
    \label{fig:gartner}
\end{figure}

\noindent This model (figure \ref{fig:gartner}) shares many characteristics with figure \ref{fig:idcmaturity} and figure \ref{fig:rossweillmaturity} and the purpose is very much the same but this one addresses how to handle the complexities of Open Governance. It might indicate that Open Governance and data-driven smart cities touch upon the same problem domain. The maturity model

\begin{quote}
\textit{''consists of five levels, ranging from scenarios in which organizations are unaware of or denying the pressure for socialization and commoditization of processes, data and services, through to higher levels in which open government becomes a funded, enterprisewide strategy covering all relevant aspects of stakeholder engagement.''}
\end{quote}

\subsection{Open Government Data Maturity Model -- Tauberer (2014)}
\label{subsec:tauberermaturitymodel}

The last contribution to the smart city maturity agenda that we want to present is actually the only one that specifically addresses open data. It is important to notice though, that \cite{TAUBERER} is only considering Open Government Data and not Open Data in a wider context. And so, this subsection goes in continuation of subsection \ref{subsec:datatypes}. \bigskip

\noindent \cite{ROBINSON} argue that a \textit{``[government] agency should first publish its data to encourage innovation in the private sector, which might develop services better than those the agency itself could''}. This is already the case today in some areas, for example in delivering weather data to private service providers that can compete in providing the best service on top of the data layer. \cite{TAUBERER} argue that a government agency also has the opportunity to make services based on their own data and the decision whether to provide raw data or a high-level service depends on the type of government data to be opened. The maturity model can be seen in figure \ref{fig:tauberer}.

\begin{figure}[H]
  \centering
    \includegraphics[width=0.8\textwidth]{./Pictures/tauberer}
    \caption{\textit{A Maturity Model for Prioritizing Open Government Data} (\cite{TAUBERER})}
    \label{fig:tauberer}
\end{figure}

\noindent The rows depict different technological strategies of open government data and the columns are the different sorts of public information governments produce. The arrow shows how a government agency should choose a specific strategy when dealing with certain kinds of data - at first sight it looks like a roadmap for open government data. But actually it is a normative maturity model showing how a healthy data maturity process ideally should look like:

\begin{quote}
\textit{``the rows and the columns in this chart have an order. Some open government data projects should take precedence over others. Rows above should come before rows below. Columns to the left should come before columns to the right. (At least, roughly.) That makes this a maturity model in the sense that it outlines what proper growth looks like for government programs that implement open government data. Proper growth starts with freedom of information for laws and ends (if it ends) with public data on the semantic web. Don't run before you can walk.''} \citep{TAUBERER}
\end{quote}

\noindent A thorough exposition of the model can be found at \url{http://razor.occams.info/pubdocs/ogdmatmodel.html}.
